The candle problem presented differently

motivation to be undermined Likewise, when Dan Ariely and his colleagues conducted their Madurai, India, performance study with a group of MIT
students, they found that when the task called for even rudimentary cognitive skill a larger reward led to poorer performance But as long as the task involved only mechanical skill, bonuses worked as they would be expected the higher the pay, the better the performance.”
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This is extremely important. Although advanced economies now revolve less around those algorithmic, rule-based functions, some of what we do each day—
especially on the job—still isn’t all that interesting. We have TPS reports to fill out and boring email to answer and all manner of drudge work that doesn’t necessarily fire our soul. What’s more, for some people, much of what they do
all day consists of these routine, not terribly captivating, tasks. In these situations, it’s best to try to unleash the positive side of the Sawyer Effect by attempting to turn work into play—to increase the task’s variety, to make it more like a game, or to use it to help master other skills. Alas, that’s not always possible. And this means that sometimes, even “if-then” rewards are an option.
Let’s put this insight about rewards and routines into practice. Suppose you’re a manager at a small nonprofit organization. Your design team created a terrific poster promoting your group’s next big event. And now you need to send the poster to twenty thousand members of your organization. Since the costs of outsourcing the job to a professional mailing firm are too steep for your budget,
you decide to do the work in-house. Trouble is, the posters came back from the printer much later than you expected and they need to get in the mail this weekend.
What’s the best way to enlist your staff often, and maybe a few others, in a massive weekend poster mailing session The task is the very definition of routine The people participating must roll up the posters, slide them into the mailing tubes, cap those tubes, and apply a mailing label and the proper postage.
Four steps—none of them notably interesting.
One managerial option is coercion. If you’re the boss, you could force people to spend their Saturday and Sunday on this mind-numbing project. They might comply, but the damage to their morale and long-term commitment could be substantial. Another option is to ask for volunteers. But face it Most people can think of far better ways to spend a weekend.
So in this case, an “if-then” reward might be effective. For instance, you could promise a big office-wide party if everybody pitches in on the project. You could offer a gift certificate to everyone who participates. Or you could go further and

pay people a small sum for every poster they insert, enclose, and send—in the hope that the piecework fee will boost their productivity.
While such tangible, contingent rewards can often undermine intrinsic motivation and creativity, those drawbacks matter less here. The assignment neither inspires deep passion nor requires deep thinking. Carrots, in this case,
won’t hurt and might help. And you’ll increase your chances of success by supplementing the poster-packing rewards with three important practices Offer a rationale for why the task is necessary.A job that’s not inherently interesting can become more meaningful, and therefore more engaging, if it’s part of a larger purpose. Explain why this poster is so important and why sending it out now is critical to your organization’s mission Acknowledge that the task is boring.This is an act of empathy, of course. And the acknowledgment will help people understand why this is the rare instance when “if-then” rewards are part of how your organization operates Allow people to complete the task their own way. Think autonomy, not control. State the outcome you need. But instead of specifying precisely the way to reach it—how each poster must be rolled and how each mailing label must be affixed—give them freedom over how they do the job.
That’s the approach for routine tasks. What about for other sorts of undertakings?
For work that requires more than just climbing, rung by rung, up a ladder of instructions, rewards are more perilous. The best way to avoid the seven deadly flaws of extrinsic motivators is to avoid them altogether or to downplay them significantly and instead emphasize the elements of deeper motivation—
autonomy, mastery, and purpose—that we’ll explore later in the book. But in the workplace, a rigid adherence to this approach bumps up against a fact of life:
Even people who do groovy, creative, right-brain work still want to be paid. And here Teresa Amabile has shed some light on how to use rewards in away that reckons with life’s realities but reduces extrinsic motivators hidden costs.
Go back to the study in which Amabile and two colleagues compared the quality of commissioned and noncommissioned paintings from a group of artists.
A panel of experts, blind to what the investigators were exploring, consistently rated the noncommissioned artwork as more creative. One reason is that several artists said their commissions were “constraining”—that they found themselves

working toward a goal they didn’t endorse in a manner they didn’t control.
However, in the same study, Amabile also discovered that when the artists considered their commissions “enabling”—that is, the commission enabled the artist to do something interesting or exciting”
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—the creativity ranking of what they produced shot backup. The same was true for commissions the artists felt provided them with useful information and feedback about their ability.
This is a crucial research insight. The science shows that it is possible—
though tricky—to incorporate rewards into nonroutine, more creative settings without causing a cascade of damage.
So suppose we’re back at your nonprofit nine months later. The mailing went out flawlessly. The poster was a hit. The event was a smash. You’re planning another for later this year. You’ve settled on the date and found your venue. Now you need an inspiring poster to captivate imaginations and draw a crowd.
What should you do?
Here’s what you shouldn’t do Offer an “if-then” reward to the design staff. Do not stride into their offices and announce If you come up with a poster that rocks my world or that boosts attendance over last year, then you’ll get a ten- percent bonus Although that motivational approach is common in organizations allover the world, it’s a recipe for reduced performance. Creating a poster isn’t routine. It requires conceptual, breakthrough, artistic thinking. And as we’ve learned, “if-then” rewards are an ideal way to squash this sort of thinking.
Your best approach is to have already established the conditions of a genuinely motivating environment. The baseline rewards must be sufficient.
That is, the team’s basic compensation must be adequate and fair—particularly compared with people doing similar work for similar organizations. Your nonprofit must be a congenial place to work. And the people on your team must have autonomy, they must have ample opportunity to pursue mastery, and their daily duties must relate to a larger purpose. If these elements are in place, the best strategy is to provide a sense of urgency and significance—and then get out of the talent’s way.
But you may still be able to boost performance a bit—more for future tasks than for this one—through the delicate use of rewards. Just be careful. Your efforts will backfire unless the rewards you offer meet one essential requirement.
And you’ll be on firmer motivational footing if you follow two additional principles.
The essential requirement Any extrinsic reward should be unexpected and

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